scholarly journals Role of transformational and transactional leadership on job satisfaction and career satisfaction

2010 ◽  
Vol 1 ◽  
pp. 29-38 ◽  
Author(s):  
Adnan Riaz ◽  
Mubarak Hussain Haider
Keyword(s):  
Job Satisfaction ◽  
Transactional Leadership ◽  
Career Satisfaction ◽  
Transformational And Transactional Leadership

scholarly journals The role of leadership styles in organizational citizenship behavior through mediation of perceived organizational support and job satisfaction

Innovar ◽  
2020 ◽  
Vol 30 (75) ◽  
pp. 87-98 ◽  
Author(s):  
Ali Asgari ◽  
Somayeh Mezginejad ◽  
Fatemeh Taherpour
Keyword(s):  
Job Satisfaction ◽  
Transactional Leadership ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Citizenship Behavior ◽  
Transformational And Transactional Leadership ◽  
The University

This paper seeks to examine transformational and transactional leadership, employees’ organizational citizenship behavior, employees’ job satisfaction and perceived organizational sup­port; which are employees' organizational citizenship behavior associations. In addition, this study explores the mediating role of employees’ job satisfaction and perceived organizational support in the relationship between transformational and transactional leadership styles and employees’ organizational citizenship behavior. The study was conducted at the University of Birjand, Iran, on a sample of 250 employees. This research follows a descriptive and correlational approach. Our findings show that transformational leadership and employees’ job satisfaction and perceived organizational support positively and significantly influence employees’ organizational citizen-ship behavior. Additionally, results revealed that employees’ job satisfaction mediates the asso­ciation between transformational and transactional leadership and employees’ organizational citizenship behavior. Moreover, employees perceived organizational support mediates the asso­ciation between transformational and transactional leadership and employees’ organizational citi­zenship behavior. Iranian organizations, especially universities, should invest in transformational leadership and job satisfaction, as well as in the selection of managers with transformational lead­ership styles and employees who are eager to work at the university, in order to enrich the organi­zational citizenship behavior of employees.

Relationships Between Emotional Intelligence, Leadership Style, and School Culture

2017 ◽  
Vol 8 (3) ◽  
pp. 25-43
Author(s):  
Mirta R. Segredo ◽  
Peter J. Cistone ◽  
Thomas G. Reio
Keyword(s):  
Emotional Intelligence ◽  
School Culture ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Hierarchical Regression ◽  
Leadership Strategies ◽  
Ex Post ◽  
Ex Post Facto ◽  
Transformational And Transactional Leadership

Research regarding the association between emotional intelligence, leadership style and organizational culture has been inconclusive. The purpose of this study was to explore these relationships in elementary school settings. A non-experimental ex post facto research design was utilized to investigate four research hypotheses. Fifty-seven principals and 850 teachers within a large urban school district in southeast Florida were surveyed. Hierarchical regression analyses revealed positive associations between school culture and both transformational and transactional leadership, and negative associations between school culture and passive-avoidant leadership. Significant positive associations were found also between school culture and the principals' emotional intelligence after controlling for leadership style. The hierarchical linear regressions revealed significant associations between leadership style and school culture after controlling for school grade as well. The results suggest that emotional intelligence merits consideration in the development of leadership theory. Practical implications include suggestions that principals employ both transformational and transactional leadership strategies, and focus on developing their level of emotional intelligence. The associations between emotional intelligence, transformational leadership, contingent reward and school culture found in this study validate the role of the principal as the leader of school reform.

Mediation role of diversity climate on leadership and job satisfaction in the Ghanaian public sector

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Michael K. Mickson ◽  
Alex Anlesinya ◽  
Ebenezer Malcalm
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Public Sector ◽  
Local Government ◽  
Transactional Leadership ◽  
Diversity Climate ◽  
Content Type ◽  
Intrinsic Job Satisfaction ◽  
The Relationship

PurposeThis study examines the mediation role of diversity climate in the relationship between transformational leadership, transactional leadership and job satisfaction from the two-factor perspectives of intrinsic and extrinsic job satisfactions among local government servants in Ghana.Design/methodology/approachThe study uses cross-sectional data from 322 employees in local government service of Ghana in the Greater Accra Region using purposive and stratified sampling methods. Bootstrapping method of mediation estimated using structural equation modelling is employed to test the hypothesized relationships.FindingsThe results find a differential effect of leadership behaviours on intrinsic and extrinsic job satisfaction, where transformation and transactional leadership relate positively to intrinsic and extrinsic job satisfaction respectively. Furthermore, the empirical findings reveal that diversity climate has mediated the relationship between transformational leadership and intrinsic job satisfaction, implying that diversity climate is an important process through which transformational leadership behaviours can elicit intrinsic job satisfaction among local government servants. Surprisingly, however, diversity climate does not serve as an important transmission mechanism in the relationship between transactional leadership and extrinsic job satisfaction.Practical implicationsThis means that public sector leaders or managers can improve intrinsic job satisfaction among local government servants and by extension public sector employees by creating an ideal climate for diversity by transforming the work environment through leadership, specifically, transformational leadership behaviours.Originality/valueAlthough studies abound on the link between leadership behaviours (transformational and transactional) and job satisfaction, the mediating effect of diversity climate as a mechanism in this relationship is very scarce and rare to find. Hence, our study has made original contributions to theory and practice by highlighting the role of diversity climate in converting leadership behaviours, specifically; transformational leadership into creating intrinsically satisfied workers in the public sector.

scholarly journals THE INFLUENCE OF TRANSFORMATIONAL LEADERSHIP AND TRANSACTIONAL LEADERSHIP STYLE ON EMPLOYEE PERFORMANCE WITH JOB SATISFACTION AS INTERVENING VARIABLES IN BANK "XXX"

2020 ◽  
Vol 8 (2) ◽  
pp. 44-51
Author(s):  
Mashudi Mashudi ◽  
Luluk Fauziah ◽  
Tika Kapita Fachrista
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Employee Performance ◽  
Simple Random Sampling ◽  
Employee Job Satisfaction ◽  
Transformational And Transactional Leadership ◽  
Transactional Leadership Style ◽  
Transformational Leadership Style

Departing from the phenomenon in the form of employee performance and job satisfaction is still low, even though transformational and transactional leadership have been running as it should be, this study aims to determine the effect of transformational leadership style and transactional leadership style on employee performance with job satisfaction as an intervening variable in the Bank "XXX ". This study uses a quantitative approach with explanatory and survey research formats. Data collection used a questionnaire to 126 respondents which were determined by simple random sampling. The data were processed using path analysis techniques assisted by the International Business Machine (IBM) Predictive Analytic Software (PASW) version 22 software. The results of this study are transformational and transactional leadership styles have a significant effect on job satisfaction and employee performance. Job satisfaction has a significant effect on employee performance. Transformational leadership style has a significant effect on employee performance through employee job satisfaction. Transactional leadership style has a significant effect on employee performance through employee job satisfaction.

scholarly journals Leadership style and its relation to employee attitudes and behaviour

2003 ◽  
Vol 29 (2) ◽  
Author(s):  
Cheryl Mester ◽  
Deléne Visser ◽  
Gert Roodt ◽  
Rita Kellerman
Keyword(s):  
Job Satisfaction ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Affective Commitment ◽  
Job Involvement ◽  
Employee Attitudes ◽  
Engineering Company ◽  
Transactional Leaders ◽  
Transformational And Transactional Leadership ◽  
World Class

The purpose of this study was to determine the relationships between leadership style and organisational commitment, job satisfaction, job involvement and organisational citizenship behaviour and whether these relationships were stronger for transformational than for transactional leaders. A sample of 52 leaders and 276 raters from a world class engineering company participated. The results of a canonical correlation analysis using the rater data indicated that the most prominent relationship was that between transactional leadership and affective commitment. Furthermore, transformational and transactional leadership did not correlate significantly with the constructs of job involvement and job satisfaction. Opsomming Die doel van die ondersoek was om te bepaal wat die verbande tussen leierskapstyl en organisasieverbondenheid, werkstevredenheid, werkbetrokkenheid en organisatoriese burgerskapsgedrag is en of hierdie verbande sterker is vir transformasionele as vir transaksionele leiers. ’n Steekproef van 52 leiers en 276 beoordelaars van ’n wêreldklas ingenieursfirma het deelgeneem. Die resultate van ’n kanoniese korrelasie-ontleding van die beoordelaardata het getoon dat die prominentste verband dié tussen transaksionele leierskap en affektiewe verbondenheid is. Verder het transformasionele en transaksionele leierskap nie beduidend met die konstrukte werkbetrokkenheid en werkstevredenheid gekorreleer nie.

scholarly journals Early career attitudes and satisfaction during recession

2014 ◽  
Vol 29 (3) ◽  
pp. 226-245 ◽  
Author(s):  
Deirdre O'Shea ◽  
Sinead Monaghan ◽  
Timothy D. Ritchie
Keyword(s):  
Job Satisfaction ◽  
Career Satisfaction ◽  
Economic Recession ◽  
Early Career ◽  
Career Stage ◽  
Design Data ◽  
Content Type ◽  
Career Attitudes ◽  
Organizational Mobility

Purpose – The purpose of this paper is to examine the role of protean and boundaryless career attitudes in early career employees during a time of economic recession in Ireland, specifically regarding their relationship to work characteristics, job satisfaction and career satisfaction. Design/methodology/approach – Using a quantitative design, data were obtained from a variety of Irish organizations. Employees in the trial career stage (aged between 18 and 29) responded to questions pertaining to their career attitudes, perceived work context and satisfaction. Findings – Skill variety was related to higher job satisfaction for those with a strong organizational mobility preference, and skill specialization was related to lower job satisfaction for those with a weak organizational mobility preference. Autonomy and skill specialization were positively related to career satisfaction for those who held a strong self-directed career attitude. Research limitations/implications – For researchers, this study contributes to our understanding of the boundary conditions of the work design-satisfaction relationship, and provides further insights into how these findings extend to career satisfaction. Practical implications – For managers, they demonstrate the importance of considering career attitudes when considering the relationship between job design and satisfaction during recessionary times. Originality/value – The research extends past findings on careers attitudes during times of recession, and provides insights into psychological and contextual variables that contribute to satisfaction during such economic periods.

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